This document discusses improving service quality and productivity. It defines service quality from different perspectives and identifies key factors that influence customer expectations. The five components of service quality are discussed as well as SERVQUAL, a framework for measuring service quality gaps. Tools for measuring and addressing service quality problems are presented, including the gaps model, blueprinting, and cause-and-effect charts. Different types of demand and roles of employees that can influence customers are also summarized.
A handy guide with tools and resources to
- learn what the value proposition of your product or service is
- learn how to find out what your customers want and what to offer them
- learn how to communicate that value to a large audience.
This document discusses customer service expectations and how to manage them. It defines customer expectations as beliefs about service delivery that serve as standards against which performance is judged. There are different types of expectations including desired, adequate, and minimum tolerable levels. Factors that influence expectations are discussed, such as internal customer factors, external situational factors, and supplier controlled factors like advertising and pricing. The document provides strategies for managing expectations during the pre-purchase, service encounter, and post-purchase phases. It also discusses how exceeding customer expectations through approaches like building customer relationships and underpromising can help delight customers.
This presentation discusses customer expectations of service. It begins by defining customer expectations and explaining that there are different types and levels of expectations, including ideal, normative, experience-based, acceptable, and minimum tolerance expectations.
It then examines the factors that influence customer expectations, such as explicit and implicit promises made by marketers, word of mouth, past experience, and situational factors. Current issues involving customer expectations are also addressed, like how to meet unrealistic expectations and exceed customer expectations.
The presentation concludes by providing strategies for how service marketers can influence expectations, answering frequently asked questions, and highlighting examples of what basic expectations customers have for different service types.
Business Readiness Assessment & Ocm PlatformEduardo Muniz
The document proposes an Organization/People Readiness Assessment and Change Management (OCM) Platform to help organizations successfully implement business transformation initiatives. The platform would conduct a business readiness assessment to diagnose an organization's preparedness and identify any capability gaps. It would then develop an action plan to strengthen weaknesses and ensure new processes and technologies fit the existing culture. The goal is for organizations to realize the full benefits of their investments in transformation strategies.
Strategic analysis of first bank of nigeria plcTimi Oke
First Bank of Nigeria was established in 1894 and has since grown to become the largest bank in Nigeria. It has a vision of being the clear leader and bank of first choice in Nigeria. However, the banking sector in Nigeria is highly competitive with 24 major banks and low switching costs for customers. While First Bank has a strong brand and network, some competitors have developed better banking services and have also expanded across sub-Saharan Africa, giving them access to more opportunities beyond Nigeria. To maintain its leadership position, First Bank will need to continue innovating and expanding its reach beyond Nigeria.
Business Analysis: Key Concepts and DeliverablesProduct School
The document discusses business analysis concepts and deliverables. It defines business analysis as enabling change by defining needs and recommending solutions. It describes key business analysis roles, concepts, knowledge areas, documentation, and tools. Specifically, it outlines the Business Analysis Core Concept Model which describes the six core concepts of Needs, Solutions, Value, Stakeholders, Changes, and Context. It also provides examples of common business analysis documentation and deliverables that are used to define and document requirements throughout a project's lifecycle.
This document discusses improving service quality and productivity. It defines service quality from different perspectives and identifies key factors that influence customer expectations. The five components of service quality are discussed as well as SERVQUAL, a framework for measuring service quality gaps. Tools for measuring and addressing service quality problems are presented, including the gaps model, blueprinting, and cause-and-effect charts. Different types of demand and roles of employees that can influence customers are also summarized.
A handy guide with tools and resources to
- learn what the value proposition of your product or service is
- learn how to find out what your customers want and what to offer them
- learn how to communicate that value to a large audience.
This document discusses customer service expectations and how to manage them. It defines customer expectations as beliefs about service delivery that serve as standards against which performance is judged. There are different types of expectations including desired, adequate, and minimum tolerable levels. Factors that influence expectations are discussed, such as internal customer factors, external situational factors, and supplier controlled factors like advertising and pricing. The document provides strategies for managing expectations during the pre-purchase, service encounter, and post-purchase phases. It also discusses how exceeding customer expectations through approaches like building customer relationships and underpromising can help delight customers.
This presentation discusses customer expectations of service. It begins by defining customer expectations and explaining that there are different types and levels of expectations, including ideal, normative, experience-based, acceptable, and minimum tolerance expectations.
It then examines the factors that influence customer expectations, such as explicit and implicit promises made by marketers, word of mouth, past experience, and situational factors. Current issues involving customer expectations are also addressed, like how to meet unrealistic expectations and exceed customer expectations.
The presentation concludes by providing strategies for how service marketers can influence expectations, answering frequently asked questions, and highlighting examples of what basic expectations customers have for different service types.
Business Readiness Assessment & Ocm PlatformEduardo Muniz
The document proposes an Organization/People Readiness Assessment and Change Management (OCM) Platform to help organizations successfully implement business transformation initiatives. The platform would conduct a business readiness assessment to diagnose an organization's preparedness and identify any capability gaps. It would then develop an action plan to strengthen weaknesses and ensure new processes and technologies fit the existing culture. The goal is for organizations to realize the full benefits of their investments in transformation strategies.
Strategic analysis of first bank of nigeria plcTimi Oke
First Bank of Nigeria was established in 1894 and has since grown to become the largest bank in Nigeria. It has a vision of being the clear leader and bank of first choice in Nigeria. However, the banking sector in Nigeria is highly competitive with 24 major banks and low switching costs for customers. While First Bank has a strong brand and network, some competitors have developed better banking services and have also expanded across sub-Saharan Africa, giving them access to more opportunities beyond Nigeria. To maintain its leadership position, First Bank will need to continue innovating and expanding its reach beyond Nigeria.
Business Analysis: Key Concepts and DeliverablesProduct School
The document discusses business analysis concepts and deliverables. It defines business analysis as enabling change by defining needs and recommending solutions. It describes key business analysis roles, concepts, knowledge areas, documentation, and tools. Specifically, it outlines the Business Analysis Core Concept Model which describes the six core concepts of Needs, Solutions, Value, Stakeholders, Changes, and Context. It also provides examples of common business analysis documentation and deliverables that are used to define and document requirements throughout a project's lifecycle.
This document discusses the SERVQUAL model, which is a framework for measuring service quality. It was developed in the 1980s and measures service quality across five dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The document explains the five gaps in service quality as identified by the SERVQUAL model and provides examples. It also discusses criticisms of the model and how organizations can use it to measure customer expectations and perceptions over time to improve service quality.
This document outlines an event to discuss the underlying competencies from the BABOK guide. It will help attendees recognize the competency areas, understand individual competencies within each area, and describe how competencies apply to business analysis tasks. The event leaders will discuss the six underlying competency areas from the BABOK: analytical thinking and problem solving, behavioral characteristics, business knowledge, communication skills, interaction skills, and tools & technology. Attendees will learn how developing these competencies can increase their effectiveness as a business analyst. The event objectives and structure are provided along with upcoming related events.
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
The document discusses escalation in project management. It defines escalation as initiating additional actions above normal processes to resolve issues or achieve objectives, often involving higher levels of management. Escalation should be used for resource conflicts, risks to project timelines, or incorrect role expectations. It is important to escalate to the right person through the right channel at the right level, clearly explaining the problem and needs. Follow up communication is also important for effective escalation. Escalation aims to resolve issues smoothly rather than create noise or inefficiency.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
The document provides an overview of the Business Analysis Body of Knowledge (BABOK) version 3.0 knowledge areas and tasks. It discusses the six knowledge areas: business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, it describes the tasks business analysts perform and how the core concept model of need, change, solution, stakeholder, value, and context relates to the knowledge area. The document is intended to help business analysts understand the structure and components of the BABOK guide.
Classification and Characteristics of a serviceSanchit
The document discusses the key characteristics and classifications of services. It identifies 8 main characteristics of services: intangibility, perishability, inseparability, heterogeneity, ownership, simultaneity, quality measurement, and nature of demand. Services are also classified in several ways, including based on customer involvement (people processing, possession processing, mental stimulus processing, information processing). They can also be classified based on tangibility, whether linked to tangible goods or not. Services are further classified based on business orientation, skill/expertise requirements, and end user (consumer, business-to-business, industrial).
This document discusses consumer behavior in services. It covers several key topics:
1. It outlines the three stages of consumer decision making in services - the prepurchase, service encounter, and post-encounter stages. It describes the factors that influence expectations at each stage.
2. It introduces the concept of a "servuction system" which models a service business as an integrated system involving marketing, operations, and customers. It describes the key components of the servuction system.
3. It discusses the differences between high-contact and low-contact services and how they interact with customers at different points in the servuction system like service operations, delivery, and other contact points.
Industrial and consumer marketing differ in their market structures, products, and buyer behaviors. Industrial markets have fewer geographically concentrated buyers engaging in oligopolistic competition, technically complex customized products purchased for business use, and professionally trained personnel making purchases based on functional task motives. Consumer markets have mass markets of geographically dispersed buyers engaging in monopolistic competition, standardized products for personal use, and purchases influenced by social and psychological motives of individuals and families.
This presentation discusses the process of customer validation for startups. It explains that customer validation comes after customer discovery and involves:
1) Testing sales and marketing strategies with early adopters to determine if the business can scale and sales are predictable.
2) Developing positioning statements, sales collateral, acquisition plans and channels to "get out of the building and sell".
3) Validating the positioning, business model and financial projections with metrics and data to determine if the startup should pivot or proceed to customer creation.
Service quality and customer satisfaction are integral components of today's customer service world. Both of the attributes are inter-related to each other and combination of which appreciates the efficiency of a process.
The document outlines the Canadian method for developing a business case. It discusses that a business case assesses the costs and benefits of a proposed initiative to justify the value added compared to costs. The Canadian method involves a 3 phase process: 1) defining needs and outcomes, 2) analyzing viable options and recommending the best, 3) demonstrating effective management. It provides guidance on gathering inputs, analyzing scenarios, and clearly communicating the case to decision makers.
The document discusses the Business Analysis Planning and Monitoring knowledge area from BABOK. It provides details on the following tasks:
1. Plan BA Approach - Defines how the overall BA process will be approached, including team roles, deliverables, techniques, and stakeholder interactions. The organization may have standard approaches that need tailoring.
2. Conduct Stakeholder Analysis - Identifies stakeholders affected by an initiative and their influence. Techniques include RACI matrices and stakeholder maps.
3. Plan BA Activities - Determines the activities, deliverables, effort, and tools to measure progress. The project manager is responsible for integrating the BA plan into the overall project plan.
4. Plan BA
The document discusses strategic service concepts for Alamo Drafthouse, including its target market segments, service concept, operating strategy, and service delivery system. It analyzes Alamo's market position compared to competitors based on food quality and movie selection. Alamo is positioned in the fourth quadrant with good food quality and few movie selections. The summary also identifies qualifiers, service winners, and service losers for both Alamo and multiplex movie theaters that differentiate their customer criteria.
This presentation discusses the roles of employees, customers, and delivery services in services marketing. It covers how employees are critical to service delivery and are the brand from the customer's perspective. It also discusses the importance of customer participation in service co-creation and delivery. Finally, it outlines how services can be delivered through intermediaries like franchises and agents, as well as electronic channels, and the benefits and challenges of electronic distribution.
This document discusses key aspects of services marketing. It begins by outlining reasons for the growth of the services sector such as technological advances, globalization, and changing lifestyles. It then covers several topics related to services marketing including:
1. Characteristics that make services different than goods such as intangibility, inseparability, inconsistency, and perishability.
2. The importance of people in service delivery and strategies for recruitment, training, motivation, and empowerment of employees.
3. The concept of a "service encounter" where customers interact with service providers.
4. Dimensions of service quality and models for understanding gaps between customer expectations and actual service delivery.
The document discusses business analysis as a profession, summarizing key points about business analysts (BAs), the International Institute of Business Analysis (IIBA), and the Business Analysis Body of Knowledge (BABOK). It outlines the BABOK's knowledge areas and compares techniques for requirements collection in the BABOK and PMBOK. It emphasizes the complementary roles of BAs and project managers in delivering solutions that meet business needs on time and on budget.
This document provides an overview of key concepts in business analysis. It defines business analysis as enabling change by defining needs and recommending solutions that provide value to stakeholders. Business analysts play a role in aligning solutions with stakeholder needs by understanding problems and goals, analyzing needs and solutions, and facilitating collaboration. The document also outlines the business analysis core concept model of change, need, solution, stakeholder, value, and context. It provides classifications for different types of requirements and lists common stakeholder roles.
This document summarizes key concepts for marketing in the hospitality and tourism industries. It discusses the characteristics of services like intangibility, inseparability, variability, and perishability. It also outlines several management strategies for service businesses, including managing differentiation, service quality, physical surroundings, employees, perceived risk, capacity and demand, consistency, and customer relationships. The overall purpose is to describe the unique aspects of marketing services and strategies hospitality and tourism companies can use.
The document discusses "blood diamonds" which refers to diamonds mined in war zones and sold to fund violence and oppressive regimes. Specifically, it notes that in Sierra Leone in the 1990s, rebel groups took control of diamond mining cities and committed atrocities like amputating limbs and killing over 50,000 people to gain control over the diamond trade. The document explores how "blood diamonds" have negatively impacted parts of Africa through widespread death, refugee crises, and human rights abuses like child labor in mines.
Blood diamonds, also known as conflict diamonds, are diamonds mined in war zones and sold to fund insurgencies and rebel military actions against legitimate governments. Violence, threats, torture, and slavery are used in the mining of these diamonds, which are then smuggled into the international diamond trade. Over 50,000 lives have been lost due to conflict surrounding blood diamonds in West Africa. In response, the Kimberley Process was established in 2003 to certify the origin of diamonds and prevent conflict diamonds from entering mainstream markets.
This document discusses the SERVQUAL model, which is a framework for measuring service quality. It was developed in the 1980s and measures service quality across five dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The document explains the five gaps in service quality as identified by the SERVQUAL model and provides examples. It also discusses criticisms of the model and how organizations can use it to measure customer expectations and perceptions over time to improve service quality.
This document outlines an event to discuss the underlying competencies from the BABOK guide. It will help attendees recognize the competency areas, understand individual competencies within each area, and describe how competencies apply to business analysis tasks. The event leaders will discuss the six underlying competency areas from the BABOK: analytical thinking and problem solving, behavioral characteristics, business knowledge, communication skills, interaction skills, and tools & technology. Attendees will learn how developing these competencies can increase their effectiveness as a business analyst. The event objectives and structure are provided along with upcoming related events.
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
The document discusses escalation in project management. It defines escalation as initiating additional actions above normal processes to resolve issues or achieve objectives, often involving higher levels of management. Escalation should be used for resource conflicts, risks to project timelines, or incorrect role expectations. It is important to escalate to the right person through the right channel at the right level, clearly explaining the problem and needs. Follow up communication is also important for effective escalation. Escalation aims to resolve issues smoothly rather than create noise or inefficiency.
Business Analysis Knowledge Areas and Tasks (based on BABOK V3.0)amorshed
The document provides an overview of the Business Analysis Body of Knowledge (BABOK) version 3.0 knowledge areas and tasks. It discusses the six knowledge areas: business analysis planning and monitoring, elicitation and collaboration, requirements life cycle management, strategy analysis, requirements analysis and design definition, and solution evaluation. For each knowledge area, it describes the tasks business analysts perform and how the core concept model of need, change, solution, stakeholder, value, and context relates to the knowledge area. The document is intended to help business analysts understand the structure and components of the BABOK guide.
Classification and Characteristics of a serviceSanchit
The document discusses the key characteristics and classifications of services. It identifies 8 main characteristics of services: intangibility, perishability, inseparability, heterogeneity, ownership, simultaneity, quality measurement, and nature of demand. Services are also classified in several ways, including based on customer involvement (people processing, possession processing, mental stimulus processing, information processing). They can also be classified based on tangibility, whether linked to tangible goods or not. Services are further classified based on business orientation, skill/expertise requirements, and end user (consumer, business-to-business, industrial).
This document discusses consumer behavior in services. It covers several key topics:
1. It outlines the three stages of consumer decision making in services - the prepurchase, service encounter, and post-encounter stages. It describes the factors that influence expectations at each stage.
2. It introduces the concept of a "servuction system" which models a service business as an integrated system involving marketing, operations, and customers. It describes the key components of the servuction system.
3. It discusses the differences between high-contact and low-contact services and how they interact with customers at different points in the servuction system like service operations, delivery, and other contact points.
Industrial and consumer marketing differ in their market structures, products, and buyer behaviors. Industrial markets have fewer geographically concentrated buyers engaging in oligopolistic competition, technically complex customized products purchased for business use, and professionally trained personnel making purchases based on functional task motives. Consumer markets have mass markets of geographically dispersed buyers engaging in monopolistic competition, standardized products for personal use, and purchases influenced by social and psychological motives of individuals and families.
This presentation discusses the process of customer validation for startups. It explains that customer validation comes after customer discovery and involves:
1) Testing sales and marketing strategies with early adopters to determine if the business can scale and sales are predictable.
2) Developing positioning statements, sales collateral, acquisition plans and channels to "get out of the building and sell".
3) Validating the positioning, business model and financial projections with metrics and data to determine if the startup should pivot or proceed to customer creation.
Service quality and customer satisfaction are integral components of today's customer service world. Both of the attributes are inter-related to each other and combination of which appreciates the efficiency of a process.
The document outlines the Canadian method for developing a business case. It discusses that a business case assesses the costs and benefits of a proposed initiative to justify the value added compared to costs. The Canadian method involves a 3 phase process: 1) defining needs and outcomes, 2) analyzing viable options and recommending the best, 3) demonstrating effective management. It provides guidance on gathering inputs, analyzing scenarios, and clearly communicating the case to decision makers.
The document discusses the Business Analysis Planning and Monitoring knowledge area from BABOK. It provides details on the following tasks:
1. Plan BA Approach - Defines how the overall BA process will be approached, including team roles, deliverables, techniques, and stakeholder interactions. The organization may have standard approaches that need tailoring.
2. Conduct Stakeholder Analysis - Identifies stakeholders affected by an initiative and their influence. Techniques include RACI matrices and stakeholder maps.
3. Plan BA Activities - Determines the activities, deliverables, effort, and tools to measure progress. The project manager is responsible for integrating the BA plan into the overall project plan.
4. Plan BA
The document discusses strategic service concepts for Alamo Drafthouse, including its target market segments, service concept, operating strategy, and service delivery system. It analyzes Alamo's market position compared to competitors based on food quality and movie selection. Alamo is positioned in the fourth quadrant with good food quality and few movie selections. The summary also identifies qualifiers, service winners, and service losers for both Alamo and multiplex movie theaters that differentiate their customer criteria.
This presentation discusses the roles of employees, customers, and delivery services in services marketing. It covers how employees are critical to service delivery and are the brand from the customer's perspective. It also discusses the importance of customer participation in service co-creation and delivery. Finally, it outlines how services can be delivered through intermediaries like franchises and agents, as well as electronic channels, and the benefits and challenges of electronic distribution.
This document discusses key aspects of services marketing. It begins by outlining reasons for the growth of the services sector such as technological advances, globalization, and changing lifestyles. It then covers several topics related to services marketing including:
1. Characteristics that make services different than goods such as intangibility, inseparability, inconsistency, and perishability.
2. The importance of people in service delivery and strategies for recruitment, training, motivation, and empowerment of employees.
3. The concept of a "service encounter" where customers interact with service providers.
4. Dimensions of service quality and models for understanding gaps between customer expectations and actual service delivery.
The document discusses business analysis as a profession, summarizing key points about business analysts (BAs), the International Institute of Business Analysis (IIBA), and the Business Analysis Body of Knowledge (BABOK). It outlines the BABOK's knowledge areas and compares techniques for requirements collection in the BABOK and PMBOK. It emphasizes the complementary roles of BAs and project managers in delivering solutions that meet business needs on time and on budget.
This document provides an overview of key concepts in business analysis. It defines business analysis as enabling change by defining needs and recommending solutions that provide value to stakeholders. Business analysts play a role in aligning solutions with stakeholder needs by understanding problems and goals, analyzing needs and solutions, and facilitating collaboration. The document also outlines the business analysis core concept model of change, need, solution, stakeholder, value, and context. It provides classifications for different types of requirements and lists common stakeholder roles.
This document summarizes key concepts for marketing in the hospitality and tourism industries. It discusses the characteristics of services like intangibility, inseparability, variability, and perishability. It also outlines several management strategies for service businesses, including managing differentiation, service quality, physical surroundings, employees, perceived risk, capacity and demand, consistency, and customer relationships. The overall purpose is to describe the unique aspects of marketing services and strategies hospitality and tourism companies can use.
The document discusses "blood diamonds" which refers to diamonds mined in war zones and sold to fund violence and oppressive regimes. Specifically, it notes that in Sierra Leone in the 1990s, rebel groups took control of diamond mining cities and committed atrocities like amputating limbs and killing over 50,000 people to gain control over the diamond trade. The document explores how "blood diamonds" have negatively impacted parts of Africa through widespread death, refugee crises, and human rights abuses like child labor in mines.
Blood diamonds, also known as conflict diamonds, are diamonds mined in war zones and sold to fund insurgencies and rebel military actions against legitimate governments. Violence, threats, torture, and slavery are used in the mining of these diamonds, which are then smuggled into the international diamond trade. Over 50,000 lives have been lost due to conflict surrounding blood diamonds in West Africa. In response, the Kimberley Process was established in 2003 to certify the origin of diamonds and prevent conflict diamonds from entering mainstream markets.
Conflict diamonds, also known as blood diamonds, are diamonds mined in war zones and sold to finance conflicts characterized by violence against civilians. Rebel groups use profits from blood diamonds to purchase weapons and continue fighting, resulting in prolonged conflict, widespread human rights abuses, and civilian deaths. Issues surrounding the blood diamond trade include fueling civil wars, ecological degradation from mining, using children as soldiers, slavery in mines, and spreading disease like HIV/AIDS. Consumers are encouraged to avoid buying diamonds from African mines due to these humanitarian and environmental issues.
This document provides an overview of key trends in the global diamond industry as reported by Bain & Company in their 2013 Global Diamond Report. It analyzes trends across the entire value chain from rough diamond production and sales to polished diamond manufacturing and jewelry retailing. Some of the trends discussed include consolidation among the top rough diamond producers, slowing growth in Indian and Chinese cutting and polishing centers, and continued expansion of the global diamond jewelry retail sector. The report adopts a data-driven approach, examining supply and demand forecasts through 2023 and outlining implications for different players in the industry.
Diamonds form deep underground and are mined commercially or alluvially before being sorted and polished in places like Antwerp. De Beers monopolized the diamond market in the 20th century and created the illusion of scarcity, raising prices and fueling conflicts in countries with alluvial mines. While groups like the Kimberley Process aim to reduce conflict diamonds, violence continues in places with easy diamond access like Côte d'Ivoire due to loopholes and black market smuggling.
We hosted an analyst and investor seminar about our diamond business, De Beers, providing a detailed look at the company — from exploration to retail — its industry, and future trends for the diamond business.
The document provides character analyses for several characters in the film "Blood Diamond". It describes Danny Archer as a mercenary who takes risks and double crosses people. Solomon Vandy is a poor fisherman who wants a better future for his family. Maddy Bowen is a journalist who wants to uncover the illegal diamond trade. The document also analyzes how the civil war and diamond trade in Sierra Leone impacted and motivated the characters.
The document discusses how many natural resources from Africa and the exploitation of African people have led to immense suffering and poverty, despite providing wealth for corporations and colonizing nations. It argues that diamonds, oil, cocoa, aluminum, coltan, and other materials extracted from Africa could be considered "blood" products due to the human costs involved in their production and trade, including slavery, child labor, war, and lack of benefits seen by local populations. The history of colonialism, slavery, and corporate monopolies over African resources are presented as the root causes of ongoing issues.
De Beers Consolidated Mines has successfully managed the global diamond industry for many decades, propping up prices at all stages of the value chain, reducing price volatility and increasing consumer demand. By the end of the 20th century, however, a series of forces threatened De Beer's role and profitability. New diamond mining firms were selling their production on the open market rather than through De Beers' Central Selling Organization. Can De Beers strategy beat their competitors and what was the competition situation? Find out, more in this presentation.
This document provides an overview of key trends in financial technology and digital banking. It discusses the growth of mobile banking and investments banks are making to upgrade their mobile and online services. Other topics covered include the value of customer data, social media metrics, application programming interfaces, and cloud computing. Brief quotes from reviews of the author Chris Skinner's book praise its timely examination of challenges facing banks in the digital age.
1. The document discusses various aspects of mining, including the lives of miners, definitions of mining, materials that are mined, leaders and innovators in the mining industry, and the social, economic, political, and environmental impacts of mining.
2. Mining can have both benefits like jobs and economic growth as well as negatives such as health issues for miners, environmental pollution, and conflicts over mining revenues.
3. There are ongoing efforts to address issues like conflict diamonds and ensure the profits from mining are distributed fairly and used to help local communities.
The document discusses blood diamonds, also known as conflict diamonds or war diamonds, which are diamonds mined in war zones and sold to finance conflicts characterized by violence against civilians. Specifically, it describes how the rebel group UNITA in Angola uses profits from selling rough diamonds to purchase arms, fueling civil war and human rights abuses that have left many Angolans amputated by landmines. Efforts are needed to prohibit the sale of blood diamonds and ensure diamonds come from conflict-free mines in order to address this serious humanitarian issue.
Blood diamonds, also known as conflict diamonds, are diamonds illegally mined in war zones to fund militias and overthrow governments in parts of Africa. Children were forced into slave labor in dangerous mines to find diamonds, and faced violence if they did not meet quotas. The diamond trade funded wars that killed millions in Africa and destroyed communities. Eventually, laws like the Kimberley Process and increased public awareness through films helped curb the illicit blood diamond trade.
De Beers created demand for diamonds in the US through marketing campaigns. In Africa, militias took control of diamond mines, forcing locals into hard labor and killing many. The Kimberley Process was established in 2000 to certify conflict-free diamonds, requiring tamper-proof containers and banning imports from non-member nations. However, some criticize that it does not truly stop conflict diamond mining or help people, as diamonds can still be sold illegally. De Beers is responsible for benefiting from conflict diamonds for over a decade before addressing the issue, though it acted legally. Ethics and consumer demand now favor conflict-free diamonds.
The Kimberley Process is a multilateral regime established in 2003 to prevent conflict diamonds from entering the global supply chain. It requires member countries to certify shipments of rough diamonds as "conflict free". Key aspects include a certification scheme to ensure diamonds are not funding violence and a definition of conflict diamonds as those used by rebel groups to fuel civil wars in Africa. Major participants include KP member countries, the diamond industry, and NGOs who first drew attention to the issue.
The diamond development initiative can you dig itDr Lendy Spires
The Diamond Development Initiative (DDI) was established in 2005 to address challenges in delivering developmental benefits from diamond mining to local communities, particularly artisanal miners. The DDI focuses on improving the governance and conditions in the production and sale of diamonds within producing countries in Africa. It aims to gather information, promote better regulation and market access for artisanal miners, and increase participation among governments, donors, industry and NGOs. The DDI seeks to address exploitative labor conditions, lack of infrastructure and information, health and environmental impacts, and security issues surrounding artisanal alluvial diamond mining in Africa.
The document discusses the links between the arms trade, conflict diamonds, and human rights abuses. It notes that weak arms regulations allow weapons to fall into the wrong hands, fueling conflicts. Rebel groups then use profits from conflict diamond sales to buy more arms. This has led to millions being displaced or killed in diamond-fueled conflicts in Africa over the past decade. The document calls for supporting an Arms Trade Treaty to regulate arms transfers and expanding definitions of conflict diamonds to curb these practices and the resulting human rights abuses.
This document summarizes information about blood diamonds and transnational activism efforts. It defines blood diamonds as diamonds mined in war zones and sold to fund illegal activities like insurgencies. Major locations of blood diamonds included Angola, Sierra Leone, Cote d'Ivoire, and the Democratic Republic of the Congo. Civil society organizations like Global Witness and Partnership Africa Canada exposed the role of diamonds in conflicts through reports. This led to the establishment of the Kimberley Process in 2000, bringing together governments, industry, and civil society to eliminate blood diamonds from international trade through a certification system implemented in 2003.
The document discusses conflict diamonds and efforts to curb their trade. It defines conflict diamonds as diamonds used by rebel groups to fund violence in Africa. While the conflict diamond trade has been reduced to less than 1% of the global supply, concerns remain about loopholes in oversight and ongoing issues in Ivory Coast. The document encourages consumers to ask jewelers questions to ensure diamonds are ethically sourced and conflict-free.
This document summarizes the work of the Working Group for Artisanal and Alluvial Diamond Production at a meeting in Washington DC. It discusses the group's efforts to implement recommendations around improving traceability, regulating artisanal mining and trade, reducing illicit cross-border trade, and encouraging miners to enter the formal economy. Some progress was made, but many challenges remain, including bringing more informal actors into the regulated system and addressing conflicts between miners, businesses, and other stakeholders. The group hopes an upcoming seminar will help address these ongoing issues in artisanal mining.
The document summarizes how diamonds are formed deep within the earth, how they are mined, and how the diamond industry has influenced demand. It discusses how diamonds can fund conflicts when mined in unstable regions, leading to human rights abuses. Solutions like the Kimberley Process aim to prevent "conflict diamonds" by certifying their origin, though challenges remain with smuggling and mixing illegal diamonds with legal ones. The ethical dilemma is whether consumers are willing to pay more to ensure their diamonds are conflict-free.
From military engagements to engagement rings bbdmcduffie2
Diamonds form deep underground through extreme heat and pressure and are mined industrially or alluvially from river deposits. De Beers' 1947 marketing campaign popularized diamond engagement rings by convincing consumers that diamonds represent true love and men should spend one month's salary. While De Beers controls supply to maintain high prices and the illusion of scarcity, rebel groups exploit the lucrative diamond trade, forcing civilians into mines and funding conflicts that kill and displace millions. Tracing diamonds is difficult due to smuggling and mixing, but the Kimberley Process aims to curb conflict diamonds despite ongoing issues like violence in Cote D'Ivoire.
The document discusses mining in Africa, including:
1) The Africa Mining Vision which aims to prudently manage mineral resources through nine program clusters dealing with issues like governance and the environment.
2) Many large multinational mining companies from countries like Canada, UK, Brazil, and China operate in Africa, exploiting minerals such as gold, platinum, diamonds, and coal.
3) Mining has significant impacts on local communities through displacement, pollution, and social issues but also provides some benefits. People have organized in resistance through groups like the Alternative Mining Indaba.
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4. The Kimberley Process (KP): an international
certification scheme that regulates trade in rough
diamonds.
Core mission of KP:
Prevent the flow of conflict diamonds
Definitions
5. Conflict diamonds captured the world's attention during the
extremely brutal conflict in Sierra Leone in the late 1990s.
Rebel groups were seizing control of diamond mining regions
and exchange diamonds for money and weapons.
Similar stories in Angola, Liberia, the Democratic Republic of
Congo and other African nations
By some estimated, 6 million civilians were forced from their
home and 3.7 million died in these African conflicts.
In 1998, Global Witness, a British NGO, took the lead in
exposing the problem to the public
Discussion Case
6.
7. In 2000, De Beers Corp. – the world’s leading seller of
diamonds readily acknowledged that conflict diamonds were
a problem.
Discussion Case
Established a new organization
– World Diamond Council, to
bring together diamond
companies, government
representatives & other interested
parties.
8. In 2003, the diamond industry’s response
came in the form of a new diamond
certification scheme called the Kimberley
Process.
By 2009, 74 diamond-producing countries
that participate in the Kimberley Process
agree to trade rough diamonds only with
other countries in the organization.
Discussion Case
9.
10. Q1: What are conflict diamonds?
What groups benefited from the trade in conflict diamonds?
What groups were hurt by it?
Conflict diamonds are gemstones that are mined or stolen by
rebels fighting internationally recognized government & that is sold
to fund military action against that government.
Groups benefited: Combatants in Africa civil wars,
Groups were hurt:
• Local communities in civil war areas;
• Countries with legitimate diamond industries
(Botswana, South Africa, Namibia, Canada & Australia);
• Countries with large retail operations
• Diamond Corporations – the retailer and manufacturer of diamonds
Questions & Answers
11. Q2: What three sectors were concerned with the problem of
conflict diamonds? What was the interest of each, & in what
ways did their interests converge?
Three sectors were concerned: the government, the diamond
companies, & Non-governmental organizations (NGOs)
Each sector has its own benefits:
• The governments want to keep the power in their nations as well as
the control of the mines to finance their operations against the
rebels in civil wars.
• The diamond companies and the diamond-producing nations only
concern in remaining & increasing the sales of diamonds
• NGOs are concerned with the main purposes - Eliminating
Conflict Diamonds & Resolving the Humanitarian Crisis.
Questions & Answers
12. Q3: Do you believe that any of these sectors could have
addressed the problem of conflict diamonds unilaterally?
Why or why not?
It is difficult to deal with the problem unilaterally because it is a
really complicated problem with the different concerns of these
sectors. Moreover, diamond is the most precious mineral that
brings huge profit for the businesses and diamond-producing
countries. To hold the control of valuable mineral resources as
well as create the most valuable sales, the civil wars in many
African countries have devastated these for a long time and
created serious humanitarian crisis.
Questions & Answers
13. Q4: What are the possible weaknesses in the Kimberley
Process? What role do you think the three sectors will have
in addressing these weaknesses?
The possible weaknesses of KP:
• KP only cared about the rough diamonds and largely ignored the
diamond cutting & polishing industry, providing an entry point for
conflict gems.
• Smuggled diamonds from conflict zones in Kimberley Process
member countries
The three sectors play equally the key role in addressing these
weaknesses. If there is no cooperation among them to take
decisive action together, the problems could not be solved.
Questions & Answers
14. Significant Achievements:
Pioneered a tripartite approach to solve
international problems
• Sierra Leone, Angola & the Democratic Republic of the
Congo achieved the peace from rebels in civil wars
Helped some countries in increasing their
official diamond revenues.
• Examples: Botswana, Namibia, Tanzania & South Africa
Assessment
15.
16. Kimberley Process Criticism:
o The definition of “conflict diamonds” used by
KP only covers rough diamonds funding rebel
armies in areas of conflict.
This is not a complete & universal definition
Assessment
17.
18. Kimberley Process Criticism:
o Diamonds tainted by human rights abuse are
widely sold and certified as "conflict free.”
o KP does not take any action when hundreds of
people including children have been killed,
many more have been beaten, raped and forced
to mine for the army and police.
Assessment
19.
20. Kimberley Process Failure:
o Fails to deal effectively with
problem case, such as Zimbabwe,
Côte d’ Ivories (Ivory Coast) &
Venezuela
o Still supports for violence & human
rights abuse
o Allow conflict diamonds into the
international market
Assessment
21.
22.
23.
24.
25.
26. Reason for the Kimberley Process Failure:
Lack of controls
No requirement for traceability to their mine of origin,
governments often give Kimberley Process certification
to diamonds with unknown histories –
making it easy to smuggle banned diamonds or evade taxes for
non-declared diamonds or other illicit gems.
Failed to regulate the diamond supply chain.
Most warrantees for clean diamonds do not provide any
meaningful assurances.
Assessment
27. Same definition, Same statistics for over a decade?
No refusal for happening problems anymore
Need to reform & take a real action for blood
diamonds around the world
Conclusion
28. Making the real change besides only giving the statement
of expansion of its mission – “systematic acts of violence
against communities that are directly associated with
diamonds”, even for non-civil war areas (WDC, 2013)
Building international standards on minerals supply chain
controls,
E.g.: independent third party audits & regular public disclosure
creating independent & reliable verification of the
diamond warranty system
Putting the standards into laws
Solutions for KP to reform
30. Armstrong, P. (2011, December 5). What are ‘conflict diamonds?’. CNN.
Retrieved October 25, 2014, from
http://edition.cnn.com/2011/12/05/world/africa/conflict-diamonds-explainer/
Effort to Control. Brilliant Earth. Retrieved October 26, 2014, from
http://www.brilliantearth.com/kimberley-process/
Leggett, T. (2011, December 5). Global Witness leave Kimberley Process
diamond scheme. The BBC. Retrieved October 25, 2014, from
http://www.bbc.co.uk/news/business-16027011
World Diamond Council. (2013, November 19). Kimberley Process depended
appreciation of diamonds’ positive role in Africa economic development,
WDC president tells KP plenary. World Diamond Council. Retrieved October
26, 2014, from
https://www.worlddiamondcouncil.org/index.php/news/293-kimberley-
process-deepened-appreciation-of-diamonds-positive-role-in-africa-s-
economic-development-wdc-president-tells-kp-plenary
Reference
Editor's Notes
8% of the world’s diamonds were coming from conflict areas (report “A Rough Trade” – Global Witness in 1998)
Civil wars in Angola and Sierra Leone ended in 2002
Because KP has ignored the diamond cutting and polishing industry as well as controversial diamond production violating the human rights.
"Conflict diamonds” are tainted by bloodshed and other serious injustices including child labor, worker exploitation, and sexual violence.
Concerns about these issues in countries such as Afghanistan and Zimbabwe demonstrate that existing responsible sourcing initiatives are failing to fully address the problems.
- Illicit rough diamonds have also been used by rebels to fund conflicts in Angola, Liberia, Ivory Coast, the Democratic Republic of Congo and the Republic of Congo (also known as Congo Brazzaville)
Global Witness and Partnership Africa Canada, two non-profit groups, took the lead in exposing the problem to the public. Rebel groups were seizing control of diamond mining regions and exchanging diamonds for money and weapons.